Birmingham City Council

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Birmingham City Council

• Access to Services
• Strategy
• Lin Homer
• Chief Executive

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The challenge of re-engineering Birmingham

• Facts and figures
• population - 1 million
• annual spend - 2.3 billion
• ethnicity mix - 30 BME population
• unemployment - city 7.7, Aston 21.1
• employees - 36,130 FTE

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Birmingham City CouncilOur Aims

• To give fast and effective service delivery
• To shorten decision making chains
• To create a customer responsive organisation

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The Elements of Implementation

• Localisation and devolution
• Customer care and complaints standards
• Strategic partnering
• Culture change

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Localisation and Devolution

• Neighbourhood offices (1985)
• Housing Commission CB(H)Os (2002)
• Localisation and devolution (2003)
• - 11 constituencies
• - governance operational

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Localisation to Constituencies Five options

• Service remains at the centre
• Existing local outlets with Constituency budgets
  and management
• Service managed centrally with Constituency
  budgets
• Locally managed services using Constituency
  budgets through SLAs with centre
• Move from centre to 11 local management teams

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Customer Service Standards

• Many examples of service standards in operation
  particularly sections with Chartermark
• No common standard across the Council
• Customers expected to understand accept the
  variance in service delivery

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Feedback from customerson customer service

• Knowing action will be taken
• Prompt response
• Speaking to someone who understands/listens
• Acknowledgement/receipt with reference number
• Staff training/knowledge/attitude
• Honesty

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Strategic Partnering

• Investment
• Re-engineering
• Fast track learning

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Culture Change

• Corporate plan
• Performance management
• Learning organisation
• Team behaviours
• Customer focus

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